2. Forward Looking Statements
& Non-GAAP Measures
The following presentation contains forward-looking information based on the current expectations of Terex Corporation.
Because forward-looking statements involve risks and uncertainties, actual results could differ materially. Such risks and
uncertainties, many of which are beyond the control of Terex, include among others: our business is highly cyclical and weak
general economic conditions may affect the sales of its products and its financial results; our business is sensitive to
fluctuations in interest rates and government spending; the ability to successfully integrate acquired businesses; the retention
of key management personnel; our businesses are very competitive and may be affected by pricing, product initiatives and
other actions taken by competitors; the effects of changes in laws and regulations; our business is international in nature and
is subject to changes in exchange rates between currencies, as well as international politics; our continued access to capital
and ability to obtain parts and components from suppliers on a timely basis at competitive prices; the financial condition of
suppliers and customers, and their continued access to capital; our ability to timely manufacture and deliver products to
customers; possible work stoppages and other labor matters; our debt outstanding and the need to comply with restrictive
covenants contained in our debt agreements; our ability to maintain adequate disclosure controls and procedures, maintain
adequate internal controls over financial reporting and file its periodic reports with the SEC on a timely basis; the previously
announced investigations by the SEC and the Department of Justice; compliance with applicable environmental laws and
regulations; product liability claims and other liabilities arising out of our business; and other factors, risks, uncertainties more
specifically set forth in our public filings with the SEC. Actual events or the actual future results of Terex may differ materially
from any forward looking statement due to those and other risks, uncertainties and significant factors. The forward-looking
statements speak only as of the date of this presentation. Terex expressly disclaims any obligation or undertaking to release
publicly any updates or revisions to any forward-looking statement included in this presentation to reflect any changes in
expectations with regard thereto or any changes in events, conditions, or circumstances on which any such statement is
based.
Non-GAAP Measures: Terex from time to time refers to various non-GAAP (generally accepted accounting principles)
financial measures in this presentation. Terex believes that this information is useful to understanding its operating results
and the ongoing performance of its underlying businesses without the impact of special items. See the Investors section of
our website www.terex.com for a complete reconciliation.
2
3. Our Purpose
To improve the lives of people around the world
Our Mission
To delight construction, infrastructure, mining and
other customers with value added offerings that exceed their current and future
needs
To achieve our mission we must attract the best people by creating a Terex culture
that is safe, exciting, creative, fun and embraces continuous improvement
Our Vision
Customer – to be the most customer responsive company in
the industry as determined by the customer
Financial – to be the most profitable company in the industry as
measured by ROIC
Team Member – to be the best place to work in the industry as
determined by our team members
3
4. Strong and Diversified Revenue Base
Income from operations for 2007 increased 36% versus 2006 on 19% higher
sales
Income from operations for Q1 2008 increased 28% versus Q1 2007 on 17%
higher sales
Sales are geographically diverse with almost 70% of 2007 sales generated
outside of the USA
Asia / Australia
Sales ($M)
Operating Profit (%) 14%
10,000 9,138 9,488 12.0% USA
9,000 30%
7,648
10.0%
8,000
7,000 6,157 8.0%
6,000
4,799
5,000 6.0%
3,910
4,000
2,817 4.0%
3,000 Other Americas
2,000 8%
2.0%
1,000 Europe / Africa /
0 0.0%
Middle East
2002 2003 2004 2005 2006 2007 LTM Q1 48%
2008
12 year compounded annual growth
rate for Sales of 27%
4
5. Where We Are Today
TEREX is the 3rd largest manufacturer of construction equipment
in the world
Based on last twelve months of available Construction Equipment Sales ($’s in Billions)
$29.4
$16.4
$9.5 $8.6 $7.7 $6.7
$5.1 $5.0 $5.0 $4.5 $4.4 $3.8
Caterpillar (1) Komatsu (2) Terex Volvo (4) Hitachi (3) Liebherr (7) Sandvik (10) CNH Global (8) Deere (5) JCB (7) Doosan (6) Oshkosh (9)
(1) Represents total sales before Power Products and Financing and Insurance Services sales. (6) Represents 2007 Construction equipment sales of $1.5 billion based on exchange rate at
(2) Represents Komatsu’s Construction and Mining Products segment as of December 31, 2007. December 31, 2007 of KRW/USD 936.07 plus estimated 2007 Bobcat sales of $2.9 billion
Exchange rate of 111.445 as of Dec 31, 2007 (7) Estimated, as these are privately owned companies
(3) Exchange rate used as of December 31, 2007 of USD/JPY 111.445 JCB: 2007 revenue of GBP 2.25 billion converted at Dec 31, 2007 GBP/USD rate of 1.9870
(4) Represents Volvo’s Construction segment as of Dec 31, 2007 plus prorated annual sales of $864 Liebherr: 2006 Construction segment revenue of EUR 4.6 billion converted at a more current rate,
million acquired from Ingersoll Rand’s Roadbuilding business in May 2007 for the 4 months not owned using Dec 31, 2007 EUR/USD rate of 1.45983
in 2007 of approximately $300 million; Rate of USD/SEK 6.464 (8) Represents CNH Global’s Construction Equipment Segment
(5) Represents Deere’s Construction and Forestry segment as of January 31, 2008 (9) Includes Access sales of $2.54 billion for the year ended September 30, 2007 plus Commercial
(concrete mixer trucks, concrete plants and refuse trucks/systems) sales of $1.25 billion.
5 (10) Represents 2007 Mining & Construction sales converted at SEK/USD 6.46
6. Strong Market Presence
Approximately 75% of 2007 sales were generated in markets where Terex is
larger than our competitors and/or Terex has a significant market presence
Cranes Hydraulic Mining
Aerial Work
~$14 billion market Excavators
Platforms ~$2.6 billion market
~$ 6 billion market Terex is one of three
major global Terex is one of four
Terex is one of two major global
major global competitors
competitors
competitors
Material Handlers Mobile Crushing &
~$1.4 billion market Utilities Screening equipment
Terex is one of four ~$1 billion market (USA) ~$3.5 billion market
major global Terex is one of two Terex isA
one of three major
competitors major competitors global competitors
A
* Market size approximations based on internal estimates and data from Yengst and Off Highway Research
6
7. Goals for 2010
GOAL 2007 What we must accomplish
$12.0B in Sales $9.1B Implies 9.5% CAGR
12% Operating Margin 10.5% Execute on Supply Chain
Management, Pricing Process
Discipline & Lean Initiatives
15% W.C. to Sales 18.5% Optimize use of assets,
particularly Inventory
“12 by 12 in ’10”
is our medium term stretch goal
7
8. Terex Business Segments
• Aerial Work Platforms
• Construction
Slice 1
• Cranes Slice 2
Slice 3
• Materials Processing & Mining Slice 4
• Roadbuilding, Utility Products
and Other
Sales by Segment
(Last 12 months thru Mar 31, 2008, $ in millions)
7%
$666
25%
23% $2,377
$2,261
20%
$1,949
25%
$2,366
AWP Construction
Cranes MP&M
RBUO
8
9. Aerial Work Platform Segment
Highlights Sales by Geography - 2007
Increasing labor rates and tightening worker 8%
9%
safety regulations are driving demand in
48%
developing markets 35%
Mature market demand remains strong
USA Europe/Africa/Middle East
Asia/Australia Other Americas
Opportunities
European production capacity expansion => reduce transit time
and inventory levels
China manufacturing facility initially for sourcing
Manf. by Geography - Mid-term Goal
Manufacturing by Geography - 2007
~10%
<10%
Americ as
Americ as
~30% Europe/Africa/Middle
Europe/Afric a/Middle East
East A
~60% Asia/Australia
Asia/Australia
90+%
A
9
10. Construction Segment
Highlights Sales by Geography - 2007
3%
5% 11%
European focused business
Large market potential
8 1%
Weak dollar hurts N. American distribution
USA Euro pe/A frica/M iddle East
Opportunities A sia/A ustralia Other A mericas
Sales/service focus in developing markets
Emphasis on sourcing and production in low cost countries
ASV acquisition provides N. American distribution for
compact equipment and global growth opportunity for
compact track loaders
Manufacturing by Geography - 2007 p.f. Manf. by Geography - Mid-term Goal
9%
Americas ~30% ~30% Americas
A
Europe/Africa/Middle Europe/Africa/Middle
East A East
Asia/Australia
91% Asia/Australia
~40%
10
11. Crane Segment
Sales by Geography - 2007
Highlights 6%
USA
Strong demand through 2010 15%
19%
Europe/Africa/Middle
East
Market leader above 300 ton capacity Asia/Australia
60%
Other Americas
Pricing and volume leverage are driving margin
improvement
Opportunities
Chinese investment for cost and strategic reasons
Selective expansion of manufacturing footprint
Manufacturing by Geography - 2007 Manf. by Geography - Mid-term Goal
~10 %
~2 5 % Americ as ~25% ~25% Americas
A
Europe/Afric a/Middle Europe/Africa/Middle
East A East
Asia/Australia Asia/Australia
~6 5 % ~50%
11
12. Material Processing & Mining Segment
Sales by Geography - 2007
Highlights
13%
Strong commodity demand through at least 2010 20%
USA
Europe/Africa/Middle
Market leader: hydraulic shovels and mobile 32%
East
Asia/Australia
35%
crushing & screening equipment Other Americas
Opportunities
Manufacturing in India for Material Processing
Focus on Aftermarket
Growing installed base of shovels
Manufacturing by Geography - 2007 Manf. by Geography - Mid-term Goal
~3 %
~15%
Americas Americas
~35%
~3 5 % Europe/Afric a/Middle
A Europe/Africa/Middle
East East
~6 2 % A Asia/Australia
Asia/Australia
~50%
12
13. Roadbuilding, Utilities & Other Segment
Highlights Sales by Geography - 2007
1%
Inadequate U.S. Government funding for 3%
14%
infrastructure
82%
Under-investment in fleet for many years by U.S.
based utilities
USA Europe/Africa/Middle East Asia/Australia Other Americas
Opportunities
Utilize Roadbuilding manufacturing capacity for Construction
Segment products
Focus on infrastructure with recent acquisition of Hydra
International potential for Utilities
Manufacturing by Geography - 2007 Manf. by Geography - Mid-term Goal
~1% ~10%
~5% Americ as
Americ as
Europe/Africa/Middle A Europe/Afric a/Middle
East East
~9 9 %
Asia/Australia A Asia/Australia
~85%
13
14. Terex Product & Geographic Diversity
The Terex strategy of product and geographic diversity carries
across the entire economic cycle with balance throughout
Late-Cycle
34% of Net Sales
Cranes (26%)
Light Construction (3%)
Utility Equipment (3%)
Roadbuilding (2%)
Mid-Cycle
33% of Net Sales
Aerial Work Platforms (21%)
Heavy Construction Equipment (12%)
Early-Cycle
10% of Net Sales
Compact Construction Equipment (6%)
Telehandlers & Concrete Mixers (4%)
Commodity driven based on Global Economics
Material Processing & Mining (23%)
14 Note: Percentages are based on 2007 sales
15. We Still Have Opportunities
to Improve Margin
Ensure Terex is receiving appropriate value for its products
Pricing Offset rising commodity costs with commensurate pricing actions
Build a more sophisticated sales process through training and education
Coordinate supply efforts to leverage the scale of Terex
Supply Coordinate common platform design
Management
Sourcing centers – China and India
Lean initiatives
Optimize manufacturing footprint
Productivity
Sales and production planning methodology
A 2-3% incremental margin improvement is a reasonable objective
15
16. The Terex Way
Our values are defined in The Terex Way, which is our
collective commitment on what it means to be part of Terex
• Integrity: Honesty, ethics, transparency and accountability
• Respect: Concern for safety, health, teamwork, diversity, inclusion and
performance
• Improvement: Elimination of waste & focus on continuous improvement
• Servant Leadership: Service to others, humility, authenticity and
leading by example
• Courage: Willingness to take risks, responsibility, action &
empowerment
• Citizenship: Social responsibility and environmental stewardship
16
18. Sales and Backlog – LTM through March 31, 2008
AWP Sales up 9% Cranes Sales up 26%
Backlog up 4% Backlog up 70%
$3,000
$3,000
$2,500
$2,500
$2,000
$2,000
$1,500
$1,500
$1,000
$1,000
$500
$500
$0
2007 Sales 2008 Sales2008 Sales Backlog 2008 Backlog
2007 $0
1
2007 Sales 2008 Sales 2007 Backlog 2008 Backlog
$2,261
Construction Sales up 18% MP&M Sales up 38%
Backlog up 48% Backlog up 27%
$3,000 $3,000
$2,500
$2,366 $2,500
$2,000 $2,000
$1,500 $1,500
$1,000 $1,000
$500
RBUO Sales down 23% $500
$0 Backlog down 2% $0
2007 Sales 2008 Sales 12007 Backlog 2008 Backlog $3,000 2007 Sales 2008 Sales 1 2007 Backlog 2008 Backlog
$2,500
$2,000
$1,500
$1,000
$500
* LTM stands for Last Twelve Months $0 2007 Sales 2008 Sales 2007 Backlog 2008 Backlog
1
18
19. Return on Invested Capital (trailing 12 months)
LTM After-Tax ROIC – Construction Equipment
35.0% 33.2%
29.2%
30.0% 27.8% 27.3%
24.9%
25.0%
19.3% 18.7%
20.0%
15.0%
9.8%
10.0%
5.0%
0.0%
Manitow oc Joy Global Caterpillar * Terex Deere * Bucyrus Astec OSK
LTM After-Tax ROIC – Diversified Industrials
30.0% 27.3%
25.0%
20.2%
20.0% 16.9%
13.7%
15.0% 12.4%
10.0%
5.0%
0.0%
Terex United Illinois Tool Works Dover Corp. Danaher Corp
Technologies
*Does not include finance arm of company
Deere and Joy Global as of Jan 31, 2008
19
20. Working Capital Opportunities
Working capital as a % of sales
is comparable to our peers …
… but the opportunity exists to
release hundreds of millions of
Competitor Working Capital as % of Sales
dollars from inventory.
50.0% 45.7%
45.0%
40.0%
35.0% 31.4%
Inventory as % of Sales
28.5%
30.0% 25.8% 24.9% 35% 32.5%
25.0% 21.3%
30%
20.0% 16.5%
15.0% 25%
23.3% 24.8%
10.8% 22.6% 21.9%
10.0% 20.2%
20% 18.5% 18.7%
5.0% 15%
15%
0.0%
r*
SK
10%
*
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ee
oc
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pi
As
ru
JO
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D
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Bu
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Dec-02 Dec-03 Dec-04 Dec-05 Dec-06 Dec-07 Mar-07 Mar-08 Target
* Excludes CAT and DE Finance arms RAW WIP Finished Goods Aftermarket
** DE and JOYG as of Jan 31
*** MTW and BUCY combine accounts payable and accrued
expenses, complicating a comparable analysis to peers
20
21. 2008 Sales and EPS Guidance
Sales guidance is for a range of $10.5 - $10.9 billion
EPS guidance is between $6.85 - $7.15 per share
$12,000
Sales Growth of 71% - 77%
$9,000
$6,000 $10,500
to
$9,138 $10,900
$7,648
$3,000 $6,157
$0
2005 2006 2007 2008e
$8.00
EPS Growth of 272% - 289%
$6.00
$4.00 $6.85
to
$5.85 $7.15
$2.00 $3.88
$1.84
$0.00
2005 2006 2007 2008e
21
22. Looking Ahead…….
Growth – Sales and Profit
Leveraging global presence, consolidating vendors and pricing actions
Continue the TEREX business system implementation
Lean manufacturing focus, customer-centric business approach, and human resource development
Developing market opportunities
China, India, Russia and Latin America
ROIC focus
27.3% ROIC (after-tax) as of March 31, 2008
2008 after-tax ROIC target of 25.6%, excluding ASV effect
Investment Priorities
Reinvest in the business
Opportunistic and geographic acquisitions
A
$700 million stock repurchase authorization; $218 million completed through Qtr 1 2008
A
22
